NURSE MANAGER LEADERSHIP DEVELOPMENT: A PHENOMENOLOGICAL INQUIRY

Abstract

Background: Nurse managers hold the most operationally complex and demanding leadership roles within the healthcare system. Despite this finding, existing literature offers limited understanding of their transition into the specialty field of nursing management and their leadership development experiences. Methods: An interpretive phenomenological study was conducted to explore the lived experiences of nurse managers within the Veteran Affairs (VA) Sierra Pacific Network, focusing on their leadership transition, development experiences, and factors shaping their ongoing professional growth. Findings: Guided by van Manen’s phenomenological approach, in-depth interviews with 22 nurse managers revealed a deeply textured portrait of leadership as a complex, emotionally charged, and often unstructured journey. Participants often assumed leadership roles out of necessity, navigating role ambiguity and emotional strain without structured guidance. The transition from clinician to leader involved an identity shift marked by isolation and burnout. Despite these challenges, many participants found fulfillment in mentoring, team building, and aligning their work with core values. Mentorship, reflective practice, and emotionally intelligent leadership emerged as vital for resilience. Organizational culture, onboarding, and compensation were cited as key factors impacting leadership sustainability. Conclusion: This study deepens understanding of nurse manager leadership development by foregrounding lived experiences. The findings highlight the need for intentional leadership pathways, relational and reflective support structures, and systemic reforms. The findings offer actionable insights for healthcare systems seeking to cultivate, support, and retain nurse leaders in complex and evolving care environments.